HCUC A merger between Uxbridge College and Harrow College Members' report and financial statements For the year ended 31St July 2018 HCUC HCUC Members'report and~nancial statements For the year ended 31 July 2018 Members' report and financial statements Contents Members' report 1 Statement of Corporate Governance and Internal Control 13 Governing Body's Statement on the College's regularity, propriety and compliance with Funding body terms and conditions of funding 20 Statement of the responsibilities of the members of the Governing Body 21 Independent auditor's report to the Corporation of HCUC 22 Independent reporting accountant's assurance report on regularity 25 Statement of Comprehensive Income 27 Statement of changes in reserves 28 Balance sheet 29 Cash flow statement 30 Notes 31 Members' report (continued) xcuc Members'report andfinancial statements For the year ended 31 July 2018 Members' report The members present their report and the audited financial statements for the year ended 31 July 2018. Governing Body The Governing Body was established under the Further and Higher Education Act 1992 for the purpose of conducting HCUC. The College is an exempt charity for the purposes of Part 3 of the Charities Act 2011. Mission Statement We create choice, opportunities and success. Your future is our priority. Public Value Statement Our aim is to meet the education &training needs of learners, employers and the wider community, raising skills levels, contributing to economic growth and maximising individual potential. Public benefit HCUC is an exempt charity under Part 3 ofthe Charities Act 2011 and is regulated by the Secretary of State for Education as Principal Regulator for all FE Corporarions in England. The members ofthe Governing Body, who are trustees ofthe charity, are disclosed on page 13. In setting and reviewing the College's strategic objectives, the Governing Body has had due regard for the Charity Commission's guidance on public benefit and particularly upon its supplementary guidance on the advancement of education. The guidance sets out the requirement that all organisations wishing to be recognised as charities must demonstrate, explicitly, that their aims are for the public benefit. In delivering its mission, the College provides the following identifiable public benefit through the advancement of education: • High quality teaching • Excellent progession to higher education or employment for students • Widening participation and tackling social exclusion • Strong student support systems • Links with employers, industry and commerce. Strategic aims The College prepared a strategic plan for the period 2017/18 to 2020/21, following the merger in August 2017 of Harrow with Uxbridge. This strategic plan includes an accommodation strategy and financial forecasts. The Governing Body monitors the performance of the College against these plans which are reviewed and updated each year. The key strategic aims of the College, as set out in its Slxategic Development Plan for the period are: • To be recognised for high quality teaching, learning, assessment and support that leads to outstanding success. • Ma~cimise the volume of high quality education and training, and the opportunities for success of students, employers and communities in the local areas we serve and beyond. • To maintain a strong financial profile in order to ensure a secure future for HCUC. • To continue to work with our partners to promote a strong economy and sustainable community development. Members' report (continued) xcuc Members'report andfinancial statements For the year ended 31 July 2018 Objectives The College's specific objectives for 2017/18 and achievement ofthem are summarised below: • the College achieved 6,000 16-181earners against a target of6,028; Harrow was under target at 1,873 against a target of 1,960, and Uxbridge over target at 4,127 against a target of4,068; • the College achieved an estimated £30,247,000 of 16-18 funding against an allocation of £30,164,000; Harrow achieved £9,199,000 against a target of £9,391,000, with Uxbridge achieving £21,048,000 against a target of £20,773,000. • student retention of92.62% was achieved against a target of92% (all ages), with 16-18 achieving 91.66% and 19+ 93.84%; Harrow achieved 90.14% for 16-18 and 93.88% for 19+, with Uxbridge achieving 9235% for 16- 18and 93.74% for 19+ • student qualification achievement rate was 92.96% against a target of90% (all ages); Harrow achieved 85.1 for 16-18 and 88.87% for 19+, with Uxbridge achieving 92.35% for 16-18 and 93.74% for 19+ • student success rate of 86.10% against a target of 83%for all qualifications (all ages); • cash days in hand at 31 July 2018 were 135.65 against a target of 127.8; • the current rario was 1.9:1 against a target of237:1; • accumulated reserves were 107% of income against a target of94%; • EBITDA as a % ofincome, education specific was 12.12% Financial Strategy The College's financial policy is to deliver a sound forward planning framework that takes into account the specific challenges the College faces in the 2018-21 period and to achieve the College's overall financial plan by ensuring that decisions within our corporate development plans are grounded in commercial reality. The principal strategies for achieving these objectives is to maintain high levels of staff efficiency, to achieve good value for money for all non-pay costs, to reduce reliance on Agency income and to maintain excellent financial monitoring procedures. Performance indicators The College is committed to observing the importance of sector measures and indicators and use the FE Choices website which looks at measures such as success rates. The College is required to complete the annual Finance Record for the Education and Skills Funding Agency. The Finance Record produces a financial health grading. The College continues to be rated Outstanding. In 2017/18 the College did not exceed its learner number targets for 16-18 learners, falling short by 28. In particular the recruitment at Harrow was lower than anticipated at 87 below target, whilst Uxbridge was 59 above target. Merger On 1St August 2017, Harrow College Corporation dissolved and merged with Uxbridge College. The College then changed its legal name to HCUC to reflect the merger. Harrow College had previously been rated as Ofsted Requires Improvement, with a financial health rating of Outstanding, significantly boosted by cash reserves resulting from the sale of land and a building at the Harrow Weald campus. Harrow College comprises 2 main campuses and 2 off site units on industrial estates, housing construction related curriculum areas. The estate on both main campuses was designated as 70% category C and D, with poorly maintained and outdated buildings, resulting in the less than ideal position of having the worst accomodation in London. Costs of approximately £800,000 relating to the merger were incurred by HCUC during the period, with a further £350,000 incurred by Uxbridge College in 2016/17. For the purposes of these statements, the merger has been categorised as an acquisition and accounted for accordingly ie as a combination that is in substance a gift, with the fair value of the net assets recognised as a gain in income and expenditure. Details of the net assets transferred are shown at note 30. 2017 figures are therefore Uxbridge College only. ~a Members' report (continued) HCUC Members'report andfinancial statements For the year ended 31 July 2018 Financial Results These financial statements cover the financial period 1 August 2017 to 31 July 2018. The Governing Body is pleased to report another succesful year in which the financial objectives continue to be met. The College generated an operating surplus for the period of £547,000(2017: £892,000). The balance on the income and expenditure account excluding pension reserve stands at £68,950,000(2017: £43,791,000) Net assets of £15,226,000 from Harrow College were transferred on merger to HCUC, and are shown in the Income and Expendiure statement for the period, with a detail at note 30. The College has accumulated reserves of £60,202,000, non-current assets of £90,632,000 and cash balances of £ 17,698,000. Reduced surpluses are forecast for future years, due to an expected reduction in funding in real terms from Agency funding bodies, and an increase in staff costs resulting from changes to pension and pressure on salary increases. Fixed asset additions during the year amounted to £7,730,000 (16/17: £1,697.000). This includes land and buildings development of £5,309,000 (16/17: £527.000), and equipment of £2,421,000 (16/17: £1,170,000). Projects included the completion of the Health &Social Care Building at Harrow Weald, which was started before the merger, the full refurbishment of the Learning Resource Centre also at Harrow Weald, enabling works across the two Harrow campuses in readiness for further estate works in 2018/19, and equipment additions and replacements relating to the IT infrastructure on all campuses, including laptops, PCs and mobile devices, and specialised equipment required for the curriculum. The College has significant reliance on Agency funding, with total Agency funding accounting for 80.7% (16/17: 83.05%) of income. Treasury policies and objectives Treasury management is the management of the College's cash flows, its banking, money market and capital market transactions; the effective control ofthe risks associated with those activities; and the pursuit ofoptimum performance consistent with those risks. The College's financial regulations detail the institutions the College is authorised to use, and a separate treasury management policy is in place. Cash flows At £5.5 million (2016/17 £2.2 million), operating cash inflow continued to be very strong during the period.